Provider Name: Lean Construction Institute Provider Number – H561
Course Name: Intro to The Last Planner® SystemCourse Number: 20131022PM1
Course Speakers: Henry Nutt, Southland IndustriesGeorge Zettel, Turner Construction CompanyCourse Date: October 22, 2013
© 2013 Lean Construction Institute2
Credit(s) earned (3) on completion of this course will be reported to AIA CES for AIA members. Certificates of Completion for both AIA members and non-AIA members are available upon request.
This course is registered with AIA CES for continuing professional education. As such, it does not include content that may be deemed or construed to be an approval or endorsement by the AIA of any material of construction or any method or manner ofhandling, using, distributing, or dealing in any material or product._______________________________________Questions related to specific materials, methods, and services will be addressed at the conclusion of this presentation.
© 2013 Lean Construction Institute3
This presentation is protected by USA and International
Copyright laws. Reproduction, distribution,
display and use of the presentation without written permission of the speaker is
prohibited.
Copyright Materials
© 2013 Lean Construction Institute4
The Last Planner® (sometimes referred to as the Last Planner® System) is a production planning system designed to produce predictable work flow and rapid learning in programming, design, construction and commissioning of projects. Participants in this program will learn the basics of the system and how to implement it on their projects. They will learn specifics related to a Master Schedule, Pull Phase Schedule, and Make Ready Work Plans in different increments. Participants will learn about the value in measuring percent plan complete (PPC) and how tracking these measurements can increase reliability and bring consistent schedules to their clients.
CourseDescription
© 2013 Lean Construction Institute5
LearningObjectives
• Participants will learn the value of the Last Planner System and its impact on projects in design and construction.
• Participants will learn the difference between Master
• Scheduling, Phase Scheduling, Make Ready Work Planning,
• Weekly Work Planning, Learning - Improving Planning, and how to use those methods on their projects.
• Participants will begin to explore how to record tasks for a short interval production plan in a Weekly Work Plan form, and how improving plan reliability benefits the project.
• Participants will learn how to calculate percent plan complete
• (PPC) to measure the reliability of a team’s work plan.
At the end of the this course:
© 2013 Lean Construction Institute7
Welcome!!Henry Nutt, III - Division Sheet Metal Superintendent,
Southland Industries – Northern California
• Started as an apprentice Sheet Metal Worker in Local 104.
• Quickly promoted to Foreman, General Foreman, Division Supt.
• Managed up to 150 shop and field employees.
• Assists teams with project scheduling, personnel assignments and training, tools and equipment management, project safety and interfacing with the Unions.
• Example projects include bio-pharmaceutical, advanced technology(data centers), commercial healthcare, industrial and municipal industries.
• Very involved with Southland’s Lean construction delivery and is a frequent participant and trainer at the Lean Construction Institute (LCI).
© 2013 Lean Construction Institute8
Welcome!!
George Zettel, Manager, Lean Construction – Southwest USA
Turner Construction Co.
• Core Team of UHS Temecula Hospital and other UHS jobs
• Coaches project teams, departments, Senior leaders on lean and integrated delivery .
• Projects include bio-pharmaceutical, technology, Semi-conductor Mfg., healthcare, industrial, municipal, hospitality, & sports facilities
• Very involved with Turner’s National Lean construction and integrated delivery services.
• Past National LCI Board Member and past Chair NorCal LCI CoP +
• AGC Lean Steering committee
© 2013 Lean Construction Institute9
2
3
4
5
Ground Rules
1 Keep an open mind
Turn off phones / devices
Engage the material
Be back from break on time
Have fun
© 2013 Lean Construction Institute10
2
3
4
5
6
OUTLINE
1 What’s wrong with current practice?
LPS as a series of counter-measures
Establishing milestones and strategy
Developing a “Pull Plan”
Look Ahead Plan and Weekly Work Plan
Learning
© 2013 Lean Construction Institute12
PROJECT MANAGEMENT INSTITUTE SAYS…
Organization’s Project ManagementMaturity Level
% Complete On Time
% CompleteOn Budget
% MeetsGoals &
Business Intent
High 67% 68% 73%
Medium 55% 58% 67%
Low 39% 44% 53%
PM
Mat
urity
Lev
el
Source: PMI’s Pulse Of The Profession March 2012
© 2013 Lean Construction Institute13
WHY USE LAST PLANNER SYSTEM?
10%
20%
70%
Time – 70% were delivered late
Delivered EarlyDelivered On TimeDelivered Late
13%
14%
73%
Cost – 73% were over budget
Under Tender PriceOn Tender PriceOver Tender Price
© 2013 Lean Construction Institute14
WHY USE LAST PLANNER SYSTEM?
Work On New Veterans Affairs Medical Center In Aurora Could Stop
Posted on: 9:47pm, September 9, 2013, by Tak Landrock and Chris Koeberl, updated on: 07:53pm, September 10, 2013
© 2013 Lean Construction Institute15
WHY USE LAST PLANNER SYSTEM?
Record-breaking San Francisco bay bridge opens after delays
6 years behind schedule
5 times its original budget
By Laila Kearney September 3, 2013 11:32am
© 2013 Lean Construction Institute16
NEW YORK CITY PUBLIC BUILDING PROJECTS
80
82
79
79.5
80
80.5
81
81.5
82
82.5
Construction 2012 Construction 2013
% C
ompl
eted
On
Tim
e
© 2013 Lean Construction Institute17
NORTH CAROLINA DEPARTMENT OF TRANSPORTATION
77
85
72
74
76
78
80
82
84
86
Construction 2012 Construction 2013
% C
ompl
eted
On
Tim
e
© 2013 Lean Construction Institute18
IN PROJECTS USING LEAN, PRODUCTIVITY…
4
19
63
14
0
10
20
30
40
50
60
70
SlightlyLower
Same SlightlyBetter
SignificantlyBetter
% O
f All
Res
pond
ents
© 2013 Lean Construction Institute19
THE THREE DOMAINSOF A PROJECT DELIVERY SYSTEM
Operating System
© 2013 Lean Construction Institute
Processes, Tools
Staff,Administration,Management
Contracts,Expectations
Last Planner System
© 2013 Lean Construction Institute21
PARADE OF TRADES ASSUMPTIONS
1The project is complete when 35 units have been processed by each of seven trades in sequence.
2The trades come onto the project a week apart. Work is completed and available to the next trade once a week.
3The trades work in sequence, with each following trade able to work only on what was produced in the previous week by the prior trade.
4Work is done by rolling a die (singular of ‘dice’) and passing the number of units rolled—up to the number of units the trade has to work on.
5The number rolled represents the number of workers brought to the site that week by the trade rolling the die. Each worker is able to process one unit of work in the week.
© 2013 Lean Construction Institute22
Move 35 units of work through 7 trades.
Work is completed at the end of the week and passed to next trade.
Place materials on table as shown.
Chips (the units of work) & Score Sheet
Die
Concrete
Mason
Facade
Paint
Electrical
Plumber
Carpenter
PARADE OF TRADES
© 2013 Lean Construction Institute23
1 Distribute score sheets as directed
2 Chips on the left of Concrete
3 Establish queue spaces between each trade and cup at end
4 Give die to Painter
5 Painter says: “Beginning week 1”
6 Painter hands die to Electrical…
© 2013 Lean Construction Institute24
SCHEDULING AND ESTIMATING
1Moving one unit through one station requires 1 “crew” work unit costing $1000. How much will unburdened labor cost will be required to complete the project? (Hint: 35 units of work are required at each station and there are 7 stations.)
2What would you add as the markup on labor for making a bid?
3A die has an average production of 3.5 units per roll (week). What duration would you propose?
© 2013 Lean Construction Institute25
End of Week 1
Concrete rolls a 3 and moves 3 chips.Hands the die to the painter!Records the result.
Painter says, “Beginning week 2”
Die passes left to Mason.
ConcreteWeek Capacity Passed Remaining incoming
inventory (backlog)Number on
dieMoved units Available – Passed =
32331
© 2013 Lean Construction Institute26
Mason has 3 from concrete last weeks workrolls 2, moves 2, leaving 1 in inventory. Hands the die to Concrete. Records the result.
MasonWeek Capacity Passed Remaining incoming
inventory (backlog)Number on
dieMoved units Available – Passed =
1
1222
© 2013 Lean Construction Institute27
ConcreteWeek Capacity Passed Remaining incoming
inventory (backlog)Number on
dieMoved units Available – Passed =
1
30222
Concrete rolls 2, passes 2, records. Hands die to painter.
Painter says, “Beginning week 3.”
Week 2 continued.Mason hands die to Concrete.
End of Week 2
3233
© 2013 Lean Construction Institute28
Week 3: Facade rolls, passes & records. Hands die to Mason. Mason rolls, records and hands die to Concrete. And so it goes.
ConcreteWeek Capacity Passed Remaining incoming
inventory (backlog)Number on die
Moved units Available – Passed =
1
30222
3233
29113
MasonWeek Capacity Passed Remaining incoming
inventory (backlog)Number on die
Moved units Available – Passed =
1
1222
0353
FacadeWeek Capacity Passed Remaining incoming
inventory (backlog)Number on die
Moved units Available – Passed =
1
2
0253
© 2013 Lean Construction Institute29
Keep passing the die to the left!
Concrete
Carpenter
Mason
Facade
Electrical
Paint
35
Plumber
Chips
© 2013 Lean Construction Institute30
WHEN WORK IS COMPLETE….Record the week each Trade finishes. Sum and record the Available Capacity for all Trades. Sum and record the total Remaining Inventory for all Trades except Concrete. Note the highest amount of Inventory in any week for each trade. Bring die and score sheet to the front.
Highest inventory in any week for this trade
Total Inventory(Column 3)
Total Capacity (Sum “Column 1”)
Week CompleteCraft
ConcreteMason
Facade
Carpenter
Plumber
ElectricalPaint
Sum of Column
Circle Color of dots on Die Blue Black Red
© 2013 Lean Construction Institute32
RESULTS: 1000 TIMES ON A COMPUTER
1.2.2.5.5.6 1.2.3.4.5.6 2.2.3.4.5.5 2.3.3.4.4.5 3.3.3.4.4.41.1.1.6.6.6
AverageWorst
Average Loss 115.8 97.6 75.3 51.2 37 17.3
Best
© 2013 Lean Construction Institute33
TYPICAL RESULTS
Red233,445
Black123,456
Blue122,556 333,333
Duration in Weeks 19 21 23 18
TotalCapacity $ 294 332 361 252
Inventoryin Units 55 112 120 0
© 2013 Lean Construction Institute34
What percentage of the tasks that the foreman or designer PM said would be
finished next week were actually completed on the days promised during
that week?
RESEARCH FINDING FROM EARLY 90’s
© 2013 Lean Construction Institute35
QUESTION FOR DISCUSSION:
For a few minutes, discuss in table teams. Select a spokesperson to report your findings if called upon.
What would be the specific advantages ofimproved work flow reliability on your projects?
© 2013 Lean Construction Institute36
KEY POINTS
Reducing workflow variability
1
Point speed and productivity of a single operation doesn’t matter –throughput does.
2
Strategy: Reduce variation then go for speed to increase throughput.
3
• Improves total system performance
• Makes project outcomesmore predictable
• Simplifies coordination
• Reveals new opportunities for improvement
© 2013 Lean Construction Institute37
Traditional planning systems are unable to produce predictable workflow.
KEY CONCEPTS
1
Workflow reliability directly affects system speed and cost.
2
All plans are forecasts, all forecasts are wrong, further in advance – more wrong, more detail – more wrong
3
© 2013 Lean Construction Institute40
5 - CONNECTED CONVERSATIONSSet milestones & strategy Identify long lead items
SHOULD
CAN
WILL
DID
PromiseWeekly Work Planning
Make ready & Launch Replanningwhen neededMake Work Ready Planning
Measure PPC & act on reasons for failure to keep promisesLearning
Master SchedulingMilestones
Specify handoffs Identify operational conflictsPhase “Pull” Planning
THE LAST PLANNER® SYSTEM OF PRODUCTION CONTROL
© 2013 Lean Construction Institute41
Set milestones & strategy Identify long lead items
SHOULD
CAN
WILL
DID
PromiseWeekly Work Planning
Make ready & Launch Replanningwhen neededMake Work Ready Planning
Measure PPC & act on reasons for failure to keep promisesLearning
Master SchedulingMilestones
Specify handoffs Identify operational conflictsPhase “Pull” Planning
THE LAST PLANNER® SYSTEM OF PRODUCTION CONTROL
5 - CONNECTED CONVERSATIONS
© 2013 Lean Construction Institute42
Set milestones & strategy Identify long lead items
SHOULD
CAN
WILL
DID
PromiseWeekly Work Planning
Make ready & Launch Replanningwhen neededMake Work Ready Planning
Measure PPC & act on reasons for failure to keep promisesLearning
Master SchedulingMilestones
Specify handoffs Identify operational conflictsPhase “Pull” Planning
THE LAST PLANNER® SYSTEM OF PRODUCTION CONTROL
5 - CONNECTED CONVERSATIONS
© 2013 Lean Construction Institute43
Set milestones & strategy Identify long lead items
SHOULD
CAN
WILL
DID
PromiseWeekly Work Planning
Make ready & Launch Replanningwhen neededMake Work Ready Planning
Measure PPC & act on reasons for failure to keep promisesLearning
Master SchedulingMilestones
Specify handoffs Identify operational conflictsPhase “Pull” Planning
THE LAST PLANNER® SYSTEM OF PRODUCTION CONTROL
5 - CONNECTED CONVERSATIONS
© 2013 Lean Construction Institute44
4
3
21
Weekly Work PlanningPercent Plan Complete
Look Ahead Plan &Constraint Analysis
Pull Planning
SHOULD
DID WILL
CAN
Master Schedule
55
© 2013 Lean Construction Institute45
WHO IS THE LAST PLANNER?
Person closest to work, with authority to make decisions and create assignments
At least one step closer to the physical work than traditional participant
Current projects are “Commitment Free Zone”
© 2013 Lean Construction Institute48
RELIABLE PROMISING CYCLE
Reliable Promising builds Trust!
DeclareSatisfaction“Thank you”
Conditions ofSatisfaction
&Date of
Completion
CUSTOMER
Request“Will You?”
PERFORMER
Declare Complete“I’m Done”
COMMIT“I Promise I WILL”
Conditions of Satisfaction &
Completion Date
Request
Commit
Declare Complete
Declare Satisfaction
4
1
2
3
© 2013 Lean Construction Institute49
RELIABLE PROMISING CYCLE
Reliable Promising builds Trust!
DeclareSatisfaction“Thank you”
Conditions ofSatisfaction
&Date of
Completion
CUSTOMER
Request“Will You?”
1
3
4PERFORMER
2
Declare Complete“I’m Done”
COMMIT“I Promise I WILL”
Conditions of Satisfaction
& Completion Date
Request
Commit
Declare Complete
Declare Satisfaction
© 2013 Lean Construction Institute50
DEFINING CONDITIONS OF SATISFACTION
Phase (Milestone) Conditions of Satisfaction:Get team together and ask each individual: “What will be the condition of the project when we complete this phase. What does ‘done’ look like?”
Write them down
Coordinate Team Member expectations with Customer Conditions of Satisfaction
Task Conditions of Satisfaction:Customer sets the Conditions of Satisfaction
Customer = individual receiving the work (not necessarily traditional customer = owner)
© 2013 Lean Construction Institute51
RELIABLE PROMISING
CustomerPerformerConditions of Satisfaction Future actionTime for completion
Elements of a Promise
Ways of Responding to a RequestAcceptDeclineCounterofferAsk for more informationPromise to promise later
“Yes,” means nothing if you can’t say NO!
© 2013 Lean Construction Institute52
Am I CAPABLE to perform the task and have the resources to do it?1
RELIABLE PROMISING5 KEY QUESTIONS FOR “RELIABILITY
Do I understand how much time it will take me to perform the task?2Have I blocked out TIME in my calendar that I need to perform the task?3Am I FREELY AND SINCERELY making this promise?4Will I be RESPONSIBLE for any issues that would occur should I not be able to perform the task?5
© 2013 Lean Construction Institute53
AVOID USING ANY OF THESE RESPONSES
“I THINK I CAN”“MAYBE”“PROBABLY”“I WILL TRY”“I SHOULD BE ABLE TO”
ANSWER THIS:Can you complete the task? YES, NO or YES, if . . .
© 2013 Lean Construction Institute54
BENEFITS
Improves communication
Fosters trust & collaboration
Promotes trade partner engagement and close coordination
Improves visibility of the project plan (transparency)
Promotes continuous improvement
LAST PLANNER™
SYSTEM
Produce predictable workflow
Identify and manage constraints
Produce rapid learning
Focused on making work ready &using commitment basedplanning
© 2013 Lean Construction Institute56
FUNCTION OF A MASTER SCHEDULE
Identify milestones important to client and stakeholders –especially immovable dates.
1
Gauge the feasibility of completing work within the allotted time.
2
Establishes the sequential relationships between activities.
3
Test the overall project execution strategy
4
© 2013 Lean Construction Institute58
WHAT IS PULL?
Planning in REVERSE:
Planning COLLABORATIVELY:
• By beginning with end milestone/goal, and identifying activities required to be complete to start an activity, all activities and constraints are more easily identified
• Individuals work to secure commitments for completion of activities
• Focus on minimum required to start an activity, and can therefore look for schedule optimization opportunities
• Commitment from all involved
• Ensures all required tasks captured
• Allows negotiations on size, format, content, method for hands off… removing waste
© 2013 Lean Construction Institute60
OVERVIEW
We will use Pull Planning to plan and construct a tower of children’s blocks.• Exercise will demonstrate LPS concepts of
• Reliable Promises (commitments)
• Pull
• Flow
• Create a pull plan that allows the placement of each block to request (pull) the blocks that it needs
© 2013 Lean Construction Institute61
LOGISTICS & POLICIES
Groups of 6 - red and green have 2 people
Must plan & build collaboratively
Each color is a different trade/designer
Only allowed to touch your color blocks
Not permitted to direct the work of another
4
Last Planner® Planning SystemShould – Can – Will - Did Planning
Master Planning
Pull Planning
Make-Ready
Planning
Weekly Work
Planning
Learning & Improvement
Planning
• Narrative Work Plan-Strategy• Master Schedule - Base Line • Key Milestones
• Phase Production Plan w/ Pull• Collaboratively built plan• Focus on clear handoffs
• Look-Ahead Plan-Rolling 6 wks• Make work ready
- Get promises to remove constraints- Proactive Use of Constraint Log
• Weekly work plan• Production planning• Reliable promises
• Daily coordination - Recovery• Measure % Plan Complete(PPC)• Rapid learning & Improving
Should
Can
Will
Did
Weekly
As Needed
Process and tools to create and maintain reliable workflow.
62© Turner Construction Co. 1 / 2013© Turner Construction Co. 9 / 2013
1
What Is The Question This Team Is Trying To Answer ?
“How will we do our work to reach this milestone?”Injury Free, Quality, Efficiently, Reliably, On Time
© Turner Construction Co. 9 / 2013
2
63
Wood Block Tower Isometric
© Turner Construction Co. 9 / 2013 Adapted from DPR for DPR/Turner Joint Venture
3
64
EXAMPLE TAG /Post – it Note
Follow This Example For Your Tags
© Turner Construction Co. 9 / 2013
Describe The Task I Will Will Do - be specific
What duration # Days
Describe: What I need from others to start my taskBe Specific & Clear –My Conditions Of Satisfaction are…
Each task gets one tag
Install Red TrianglePoint Up
1 day
Purple triangle installed point down
5
66
TASK
Follow This Example For Your First Two Tags
OwnerMoves Into VIP Suite
At Top Of TowerRed Triangle w/ point up
MILESTONE
© Turner Construction Co. 9 / 2013
= “I confirmed that the supplier has a tag in our plan to install what I need so I can start.”
Install Red Trianglewith point up
Purple Triangleinstalled withpoint down
1 day
6
67
Use Discussions To Coordinate Work
Conditions ofSatisfaction
&Date of Completion
CUSTOMER
Request“Will you____?”
1
3
4
PO
InquiryNegotiation
Signed
PROVIDER2
Declare Complete“I’m Done”
Accepted Submitted
COMMIT“I Promise I WILL ______”
DeclareSatisfaction“Thank you”
Conditions of satisfactionAND Completion date
A project is a network of commitments!!
© Turner Construction Co. 6 / 2013
7
68
Pull Planning Meeting Tips, Details• Start with “target
milestone activity” on the far right end.
• Add tags to left when requested by your “customer”
• Scheduler • Superintendent• Trades/Designers - just
to the left of this picture
• One by one, add tasks to left, work from right to left – using “pull mechanism”. “To start this task, I must have XYZ task done.” Ask, what one task really allows me to start ?
© Turner Construction Co. 1 / 2013
© Turner Construction Co.9 / 2013
8
69
© 2013 Lean Construction Institute71
LESSONS LEARNED
What are the key points or lessons for you?
How might these apply to designing and building?
How could you use what you have learned on your project?
© 2013 Lean Construction Institute72
LEVEL OF DETAIL
It’s NOT about every taskyou will complete.
It IS about defining handoffs
Mapping enough of your workflow for others to follow
Absolutely no task duration longer than the Look Ahead Schedule, to ensure it gets on the Look Ahead Schedule in time.
Tasks specific enough to communicate clearly, verify completion, and conditions of satisfaction met
© 2013 Lean Construction Institute73
CONDITIONS OF SATISFACTION
Project CompletionMove in vs. substantial completion vs. using space for intended purpose
Complete DD PhaseWhat defines a DD phase for each designer
Start drywall productionFirst stud installed or first sheet of drywall hung?
Examples Of Undefined Milestones:
Ensure they are clear and specific, and agreed to by all team members
Specific to a project –DISCUSS as a team
May be defined by contractual requirements
© 2013 Lean Construction Institute74
HOMEWORK
DiscoverWork Flow
Identify needs/
predecessor tasks
Estimate activity durations,NOT completion
dates
© 2013 Lean Construction Institute75
HOMEWORK EXAMPLE
Rough Outline to Identify Work Flow
PhaseCOS
Your Workflow Requests – Information Needed
© 2013 Lean Construction Institute76
A Few Examples…
Examples courtesy of Pankow Builders, The REAlignment Group & DPR Construction
HOMEWORK
Post It #: 1,2,3… include letter todenote responsible party. i.e. 1A forarchitectural, 1E for electrical, 1L forlandscape designer. Number does NOT need to match sequence of activities.
© 2013 Lean Construction Institute78
Documentation Options:• Movable hard
copy• Photo• Excel• Ourplan• Vplanner
Example courtesy of Pankow Builders
DOCUMENT YOUR WORKBest Practice: Electronic version should be accompanied by a record photograph of Pull Schedule on wall
• Visio• Suretrak• Microsoft
project• Sps production
manager
© 2013 Lean Construction Institute79
MOVABLE HARD COPY
PHOTOS
VISIO
XXXXXX
XXXXXX
XXXXX
Dates Milestones
Commitment Swim Lanes
Example courtesy of Buehler & Buehler Structural Engineers
© 2013 Lean Construction Institute80
Example courtesy of Buehler & Buehler Structural Engineers
PULL PLANNING SYMBOL ELEMENTS
6/30/2012WHAT I WILL DELIVER
Building Cross Sections
WHAT I NEED FROM OTHERS
S – Roof Beam Max Depths
M – Maximum Duct Depths
A X X
Indicates the task is considered done by the customer (requester). (Check or X)
Indicates the task is considered done by the producer. (Check or X)
Date or which producer has committed to completing the work (EOB uno)Color and this symbol
represents the customer, or who is requesting this work
Description of the work to be performed
Work from others that is needed to perform the work (Requires separate commitment from the other producers)
© 2013 Lean Construction Institute81
Documentation Options:
MOVABLE HARD COPY
PHOTOS
VISIO
XXXXXX
XXXXXX
XXXXX
This information represents one phase and information from the corresponding Pull Scheduling Session
DOCUMENT YOUR WORK
© 2013 Lean Construction Institute82
DESIGN VS. CONSTRUCTION PHASE PLANS
Design: Construction:• Criteria is not known and is in fact part of
the product.
• Designers go through a cyclical process of prototype and test to establish the criteria for the design
• Unknown review and approval times (i.e. Owner, OSHPD, governing bodies) which make schedules difficult to predict
• Keep level of detail coarse to allow for flexibility in design iterations
• Linear Process • You have to start from the
ground up
• Known criteria (what is being built)• More predictable than design
because all of the tasks are known
• Level of detail is fine because all tasks are knowable
© 2013 Lean Construction Institute83
Ensure Plan aligns with Milestone Schedule
No more than 4 hours
Provide refreshments
Documentation
Stay engagedCONSIDER LEAVE ALL ELECTRONICS AT THE DOOR POLICY
Do the homework
To swim or not to swim?
GET A FACILITATOR USE THE PLAN!
TIPS TO A SUCCESFUL PHASE PLANTIPS TO A SUCCESFUL PHASE PLAN
© 2013 Lean Construction Institute86
LOOKAHEAD PLANNING(aka Make Work Ready Planning)
The 2012 U.S. Construction Industry FMI Productivity Report
Just beyondtheir nose
Several hrs.To one day
2 to 3 days 4 to 5 days > 5 days
© 2013 Lean Construction Institute87
LOOKAHEAD PLANNING(aka Make Work Ready Planning)
• Represents work planned to be completed in 2 weeks from now and later, and focuses on recognizing and clearing constraints
• LOOKAHEAD Plan is populated from Phase/Pull Plan & any additional commitments made in planning or execution
• Determines Tasks Anticipated (TA) Metric
Involve the right people to ensure plan ownership
© 2013 Lean Construction Institute89
LOOKAHEAD PLANNING6 Week Lookahead View
Example courtesy of Pankow Builders
© 2013 Lean Construction Institute91
LOOK AHEAD WWP
Con
stra
int G
ate
Weekly WorkPlan Lookahead Plan
Pull Lookaheadonto WWP
© 2013 Lean Construction Institute92
WEEKLY WORK PLAN (WWP)
Captures Tasks/Activities to be completed in the next week
Which of these tasks is well defined:Key Components:
Activity descriptions that are:defined, sound, sized correctly & sequenced
Responsible person to complete task
Date activity will be complete (hand – off)
Constraints or Make Ready Needs Identified
Completed on time Y/N?
Learning – PPC, TA, 5 Why’s, etc.
A. E-mail the geotechnical report to the structural engineer.
B. Check Jay’s calculations.
C. Send 2 electricians to start grounding in area 2B.
D. Explore curtain wall options.
E. Spend 500 architect hours during Concept Design.
F. Size the displacement air duct for the tower patient rooms.
© 2013 Lean Construction Institute93
MEETING ROLES & RESPONSIBILITIES
ProductionManager
The production manager leads the meeting.
ProcessFacilitator
The process facilitator ensures documentation and thoroughness of process.
LastPlanners
The Last Planners provide the technical input for task commitments and make commitments to the follow-on performers.
1 32
© 2013 Lean Construction Institute94
WWP EXAMPLES
Documentation Methods:Excel
Newforma
V-Planner
GamePlan
SPS
OurPlan
Visio
© 2013 Lean Construction Institute96
WWP EXAMPLES
Example courtesy of Buehler & Buehler Structural Engineers
© 2013 Lean Construction Institute97
WWP EXAMPLES
Example courtesy of Pankow Builders & Boulder Associates Architects
© 2013 Lean Construction Institute98
WWP EXAMPLES
Example courtesy of McGuire & Hester and Skanska Building, USA
© 2013 Lean Construction Institute101
WWP TIPS
Hold WWP meetings on Thursdays or Friday mornings
Conduct daily updates of WWP during morning trade huddle (construction)
Workable Backlog known by crews/teams
Be on time. Stay Focused:
1. Turn off cell phones, no texting, no email2. No side conversations
Be Prepared:1.Did you finish last week’s commitments? Yes or No. If not, why?
2.What work is coming within the next six weeks?
3. What are your constraints?4. What do you need from others?
Discuss constraintsPractice Trust and RespectPromise ReliablyUse “Parking Lot”End on Time.
© 2013 Lean Construction Institute103
METRICS
PPC – Planned Percent Complete
TA or TMR – Task Anticipated or Tasks Made Ready
Planning System Measurement
Weekly Work Planning
Master Schedule
Percent Plan Complete
Lookahead Plan &Constraint Analysis
Pull Planning
© 2013 Lean Construction Institute
Master Schedule
Last Planner® – Predictable workflow & rapid learning
© 2013 Lean Construction Institute108
WEEKLY WORK PLANNINGThe Method To Get Impeccable Coordination
The 2012 U.S. Construction Industry FMI Productivity Report
© 2013 Lean Construction Institute109
EXHIBIT 12: Largest External Challenge to Productivity
Slow response from other team members
Poor coordination by GC or CM
Unrealistic schedulesfrom customers
Lack of available qualified field mgrs.
Poor quality ofPlans and Specs.
© 2013 Lean Construction Institute110
FACILITATOR CONTACT INFORMATION:
Realignment Group:Dan Fauchier, [email protected]
Lean Project Consulting:Hal [email protected]
InsideOut Consulting, Inc.:Kristin [email protected]
*Turner Construction Company George [email protected]
*Southland Industries, Inc.Henry [email protected]
Alan Mossman [email protected]
Rebecca Bettler JE [email protected]
* Leaders of 2014 LCI Congress Intro To Last Planner System.
110
This concludes The American Institute of Architects Continuing Education Systems Course
Lean Construction Institute [email protected]
© 2013 Lean Construction Institute112
PROJECT AND PRODUCTION CONTROLS
CompletedWork
PPC & Reasons
Look-AheadPlan
Make-ReadyProcess
Strategic Milestone Schedule
CollaborativePull
Planning
PhasePlan
Selecting,Sequencing, & Screening for Constraints
WorkableBacklog
Commitment Level Promising
WeeklyWorkPlan
Production
SHOULD
CAN
WILL
DIDPPC
AAAMR
1. Project work is affected by dependence and variation2. System throughput directly impacts speed of delivery3. Project work is coordinated in words4. Work flow reliability is not addressed by current planning and
control systems5. All work plans are forecasts and all forecasts are wrong.6. The further in advance a forecast is made, the more wrong it will
be.7. The more detailed the forecast, the more wrong it will be.8. Updating forecasts improves their reliability.9. Improved reliability alone will typically improve speed10. Improved reliability allows higher resource utilization without
compromising speed, cost, or quality.11. Improved reliability reduces risk when measured by potential
magnitude of variation between best and worst outcomes
Coaching Notes – Key Points
114
12. Current practice and durations bury the effects of our “unreliable” experience in our current estimates of duration and cost
13. Improved reliability allows the time and cost contingencies to be extracted and strategically allocated by the team based upon an assessment of risk.
14. Language Action model provides a way of understanding and managing (improving) promise-based performance
15. Decomposition model has led to sub-optimization16. Project complexity outstrips individual competence17. Traditions of craft and contract constrain how work is conceived,
designed, fabricated & installed18. LPS was developed as a series of counter-measures to actual
problems observed with existing planning and control mechanisms
19. LPS is designed to promote workflow reliability and rapid learning
20. “workable backlog” is used as a buffer to support high utilization when actual performance varies (either positively or negatively) from plan
Coaching Notes – Key Points
115
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